Our opportunity in leadership development is to bring more science into what we do by creating ever better ways to measure the current state of leadership behavior, along with the change we produce. This allows us to bring science into the art of leadership development and to drive out the nonsense that will always fill the void where good science doesn’t exist.
New leaders don’t spend nearly enough time and effort being intentional about how they show up and how they spend their own time. The effort they devote to forming meaningful connections with the people in the organization is almost an afterthought.
You know the feeling: You’re about to give a big presentation (maybe it’s not even that big), and your nerves set in. You feel pressure in your chest. Your breathing gets shallow. Your blood pressure increases. And suddenly it seems inevitable that you’re going to mess this up — and everyone will see.
Today, the average tenure for the CEO of a global company is about five years. Therefore, a major reorganization is likely to happen only once during that leader’s term. The chief executive has to get the reorg right the first time; he or she won’t get a second chance. Although every company is different, and there is no set formula for determining your appropriate organization design, we have identified 10 guiding principles that apply to every company.
No matter how much time we spend trying to optimize our inbox — from batch checking messages to adding bells and whistles — email takes over our lives. Looking at my stats from last month, I received and processed over 10,000 emails (eek!), so finding the right way to manage all this online correspondence has been critical for my day-to-day sanity.
Turns out, though, the "right way" to manage email depends a lot on your own personal style. I've rounded up some of the most popular and successful strategies so that you can decide which one is best for you.
That means bravery sometimes an extraordinary level of bravery--is required in business and entrepreneurship. Like taking a chance when others will not. Or following your vision no matter where it leads. Or standing up for what you believe in even though those beliefs are extremely unpopular.
Or simply doing the right thing, even though the right thing is definitely the hardest thing.
(Think of courage that way and you may be surprised by just how brave you really are.)
Here are ways otherwise ordinary people display extraordinary courage:
A mid-career crisis can happen to anyone. It can hit even those who objectively have the most fulfilling jobs. When it does, it inflicts pain on the individual suffering it and causes productivity losses for employers. Yet, the phenomenon remains stigmatized and under-researched, leaving crucial questions unanswered. What are the causes? Why does this malaise seem to strike in mid-life? And how can those who are stuck in its grips shake themselves loose?
mist is a friendI am aliento expectationsabsent from definitions— W. S. Merwin, Fox FireMulta novit vulpes, verum echinus unum magnum / The fox knows many things, but the hedgehog one big thing.— Desiderius Erasmus, Adages I V 18But we are still part of Earth’s fauna and flora, bound to it by emotion, physiology, and, not least, deep history. It is folly to think of this planet as a way station to a better world.— Edward O. Wilson, The Meaning of Human ExistenceThe freest human being is not one
Josie Gibson's insight:
Wonderful post by Richard Martin on expertise vs leading in complexity.
Before starting my Executive Coaching practice I was a Financial Advisor and Coach to my team. In that industry a study was conducted of the most successful Wealth Management Advisors to discover the most important skill possessed by Top Advisors.What did the study reveal?The number one skill is empathetic listening.The ExperimentAn experiment was conducted where advisors watched a video interview of a prospective client couple. After watching, they were then asked to describe the husband from the interview.One advisor said “arrogant,” Another said “defensive.” Another
Research shows that first impressions are even more important than you think:The findings indicate that getting off on the wrong foot has devastating long-term consequences. And once first impressions are set, they’re very hard to change.
Photo by Andrew Nguyen Followers receive very little fanfare. In a culture obsessed with leaders, we think of follower’s role as submitting, taking direction, and dutifully executing the leader’s will.
But if you’re already busy, feeding this appetite can feel like one more task on your list. So what should you do?
I put this question to several business leaders recently, and the short answer was this: get over it.
"Every manager should be giving feedback to everybody," says Bernard Tyson, CEO of Kaiser Permanente. "They shouldn’t have to ask. It’s how you let someone know if he’s hitting the mark and what to do to become more effective." The Millennial appetite is a huge opportunity for business. "Millennials are after feedback because they’re trying to get better at what they’re interested in doing."
Body language affects how others see us, but it may also change how we see ourselves. Social psychologist Amy Cuddy shows how "power posing" -- standing in a posture of confidence, even when we don't feel confident -- can affect testosterone and cortisol levels in the brain, and might even have an impact on our chances for success."
The Power Lens is one way that distorts how we see and understand one another. Your perceiver is wearing it whenever he or she with has relatively more power than you do. And this lens has a straight-forward agenda: prove yourself useful to me, or get out of my way.
There are qualities and skills that we use to help ensure people will listen and be influenced to take action based on our words as well as skills that, when used, encourage people to open up to them and share more readily.
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